Five key performance indicators for healthcare ...

1 Five key performance indicators for healthcare organizations:People, quality, time, growth & financial performanceBioAt Roche healthcare Consulting our talented professionals are committed to optimisingpatient care. Our diverse range of strengths and experiences creates a balanced teamwith a wide range of expertise. The following individuals at Roche healthcare Consultinghave contributed their insights on the future of healthcare DoisneSenior Project Manager Roche healthcare Consulting, EMEA LATAM RegionMah Sam YewConsulting Team Manager, Lab Workflow SolutionsPatrice Doisne graduated from Angers University with a doctorate in Pharmacy and has a Master in Biotechnology. He joined Roche in 2000 as Key Account Manager and has more than a decade of commercial experience in marketing, consulting and project management.

2 As Senior Project Manager for Roche healthcare Consulting, Patrice is responsible for looking after our long-term customers across the EMEA-LATAM region (Europe, Middle East, Africa and Latin America).Mah Sam Yew joined Roche Diagnostics Asia Pacific Regional team in June 2008 and currently holds the position of Consulting Team Manager in Roche healthcare Consulting. Sam leads a team of Lean Six Sigma Black Belt & Green Belt Practitioners who support laboratories in the Asia Pacific region in workflow assessment, consultancy and customizing solutions that fit laboratories needs and goals. Previously, he worked with Roche Diagnostics Malaysia in the marketing, product and project management of laboratory IT and workflow solutions, including installation, training and technical summaryPerformance indicators play a vital role in the management and transformation of a hospital or laboratory.

3 It is essential to have the right key performance indicator (KPI) information at your fingertips, whether you are providing insights to managers for developing teams and assuring quality standards, or to executives to help plan their strategic investments. Working with Roche healthcare Consulting to transform your clinical diagnostic infrastructure, organization and processes, can ensure KPI reporting stays clear and simple, and that strategic decision-making is informed by the most accurate, up-to-date are defined as factors by which the performance , development, or position of any organization can be measured Specifically, these are factors that can be influenced or controlled by the organization itself, so while some aspects of an organization s performance could be quantified by, for instance, commodity prices or supply/demand data.

4 They would not be considered KPIs in this context as these are not factors that management can is important to note that KPIs are unable to form a meaningful component of change in isolation, and only become useful when built in to a clearly defined and purposeful strategy. For any KPI to be included in a strategy, its function as part of that strategy must be clearly understood among all stakeholders. In other words, anyone requesting the inclusion of a KPI must be able to simply justify its offer real value to hospitals and laboratories. A 2015 study on clinical laboratory performance indicators observed that Data and facts are not simply, easily or passively picked up and collected. They can only be understood and measured through an underlying conceptual framework, which defines relevant facts, and distinguishes them from background noise.

5 2 Financial pressures on hospitals and laboratories driven by aging societies and the increasing burden of chronic disease have created a high demand for innovation in healthcare organization Tools are needed that can aid intelligent decision-making around managing financial performance , resources, orders and can help to meet this need as part of an underlying conceptual framework that filters signal from noise in the streams of data outputted by hospitals and conducted by Roche healthcare Consulting identified the KPIs that were most important to Roche Diagnostics clients - categorized below by segment and important KPIs by segment4 Private lab chainsUniversity hospitalsBlood banksEBITDA (earnings before interest, tax, depreciation & amor-Employee satisfactionSolution reliabilityFinancial performanceSolution reliabilityLead timeCustomer satisfactionLead timeEmployee satisfactionTest menu growthCustomer satisfactionCost per testLead timePercentage yield of processCost per patient caseMost important KPIs by stakeholder4 CEO/ProcurementLab managersChief Medical OfficerEBITDA (Earnings before interest, tax.))

6 Depreciation & amor-Employee satisfactionSolution reliabilityEmployee satisfactionLead timeSales growthSolution reliabilitySolution reliabilityLead timePercentage yield of processCost per testEmployee satisfactionCustomer satisfactionPercentage yield of processCost per test67 Importance of KPIs in organizational excellenceKPIs are now well-accepted across healthcare as a toolkit for driving improvements and boosting 2015 study into the use of KPIs across hospitals noted that healthcare managers are aware of the effect of using measures on monitoring and improving performance , yet they rarely use measurement as an essential part of their strategies and tactics. [..] It is very essential to develop strategic key performance indicators that reflect the actual performance of healthcare organisations.

7 5 This uncertainty around the proper applications of KPIs and data analytics is also apparent in the findings from Managed healthcare Executive s 2018 Data analytics challenges facing healthcare organizations survey, which found that:6- 33% of respondents pressing IT problem is a difficulty in turning data into actionable information; and that- 30% of respondents do not have enough members of staff with adequate expertise in data can help hospitals and laboratories to implement and monitor KPIs as part of a wider, long-term improvement strategy. Importantly, rather than to try and impose an inflexible set of KPIs onto a customer, a good consultant will tailor KPIs to the individual needs of that laboratory and project. It also important to bear in mind that what might constitute a KPI to a laboratory manager may be very different to what might be a relevant KPI to a laboratory technician.

8 Consultants therefore must be adept at drilling into the granular detail of what matters most to different stakeholders within that organization and how they define success. The KPIs that arise out of these analyses must then correspond to these definitions and drive forward this balance of stakeholder example, Roche healthcare Consulting does not only engage with senior management when defining which KPIs will be applied to measuring transformation in an organization. Instead, consultants get the buy in from employees at every level, reating a project-specific KPI framework that ensures all members of an organization are aligned and equally invested in driving s research also identified which KPIs its clients consider to be most relevant to their of respondents pressing IT problem is a difficulty in turning data into actionable information30% of respondents do not have enough members of staff with adequate expertise in data analytics100% of survey respondents agreed that these KPIs are correct for their organization4 Solution reliability Customer satisfaction Profit contribution Sales growth Cost per patient case Earnings before interest, tax.

9 Depreciation and amortization50% or more of survey respondents agreed that these KPIs are correct for their organization4 Lead time Cost per test Percentage yield of process Employee satisfaction Financial performance679 KPIs in developing regionsAccreditation of well-recognized and evidence-based international standards such as ISO 15189 has been linked with improvements in patient safety and outcomes in diagnostic However, many laboratories in developing countries are unable to obtain these accreditations, and in their absence, KPIs form a particularly important system for driving continuous improvement in regions such as Asia Pacific (APAC).7 The results of Roche Diagnostics 2017 survey report that 81 out of 643 diagnostic laboratories (around 13%) in APAC currently measure KPIs,7 with the following being the most widely used KPIs in this region8:79% Turnaround time 4 1% Employee satisfaction 61% Customer satisfaction38% Employee productivity 15% Sigma value 65% External quality assurance 22% Lean six sigma 53% Cost reduction 23% Work space utilization Only13 % of diagnostic laboratories in APAC measure KPIs9 People, financial performance , quality, growth and timeRoche healthcare Consulting takes a unique approach to KPIs, mapping them onto the client s transformation strategy across five dimensions: people, financial performance , quality, growth and time.

10 This method allows consultants to take into account market conditions and other outside determining factors when considering whether a particular organization is looking to expand, defend their position or pursue other avenues of change. The bespoke KPIs that emerge can cover everything from turnaround time to levels of noise pollution, from customer satisfaction to staff retention building KPIs around people, financial performance , quality, growth, and time into every project, we ensures a balance for clients between key business perspectives, how the organization sees itself and how others see it, its business needs now and how these might change over time. In doing so, our consultants help to focus their client on what steps they need to take in partnership to deliver breakthroughs in , financial performance , quality, growth and time are uniting factors that can also help to integrate a variety of projects with disparate aims that may be running simultaneously.